Traditional learning methods for executive education, based primarily on lectures and case studies, are no longer capable of providing the type of management development training companies need to compete effectively in volatile, uncertain and complex business environments. Providers of Leadership Development Programs (LDPs) need to ensure that the knowledge transmitted, and the competencies developed within programs align with organizations´ purpose, strategies, and cultures. This paper aims to link the key elements of LDPs and their impact for the participants and their organizations, by identifying the relation between the LDPs elements with key learning, behavior and performance indicators. Thus, the authors propose a new conceptual model that link the program with the intrinsic impact (participants’ attitudes, behavior and knowledge) and the extrinsic impact (organizational indicators of promotion, retention, and roles changes after the program) and analyze the hypothesis of this model by conducting quantitative research based on data collected from Spanish Multinational Corporations with activities in Latin America. The results of our research can contribute with significant insight to LDPs design, development and evaluation that can provide tangible measures of their impact in organizational indicators. These finding can be valuables for all Human Resources and Talent Development areas as a measure of their strategic role, and especially in Latin America, where the human resources and talent development areas are not yet viewed as strategic partners for top executives of companies.

, , , , ,
Incae Business School

Ilie, C, Cardoza, G, Beechler, S., & Hugas, J. (2017). Designing Leadership Development Programs for High Impact in Emerging Economies: The Case of Spanish Multinationals in Latin America. SSRN.